Growing Trends of Electronic Communication free essay sample

| 3. wr print version| | docs| | embed| | Create your own! Improving MUET PERFORMANCE Writing 800/4 Presented by: Mdm. Audrey Koh Sui Ean B. Instruction (TESL) (Honors) UK Writing conveys 30% * second most significant part * Divided into 2 segments * Section 1: Report Writing (40 mins x 40 imprints) * Section 2: Academic Essay (50 mins x 60 imprints) Let’s start with Question 1 Report composing tests comprehension of non-direct boosts (diagrams) and incorporating it into straight structure (arrangement). What’s the Formula for Q1? 1. TITLE (typically found in the inquiry) 2. Presentation Paragraph 1: Introduction (What do the improvements appear? ) Overview (What is the general pattern? ) 1. BODY Paragraph 2-3/4: Key Features (What are the remarkable information from the diagrams? 1. End Last Paragraph: Summary (Mention the principle pattern once more) WR Q1 FORMULA: TITLE I + OV KFs S Useful Vocabulary to portray the FOUR (4) MAIN TRENDS 1) 2) 3) 4) * rise * gain * increment * improve * raise * slant * high/higher/most elevated * more than * most * fall/drop * misfortune * decline * devalue * weaken * decrease * low/lower/most minimal * not exactly * least steady/balance out * consistent * reliable * sporadic * fluctuating * flimsy * conflicting USEFUL ADJECTIVES * slight/consistent/progressive * sharp/steep/extreme * multiplied/significantly increased/quadrupled * record high/record low Let’s Analyze a Sample Question 1 [40 marks] You are encouraged to spend around 40 mins on this errand. You are a lesser columnist composing for a touring publication. You have been approached to compose a short article on the travel industry in Malaysia. Your article ought to incorporate all the data given beneath. You ought to compose between 150 to 200 words. The travel industry in Malaysia I) The upgrades show a reference diagram looking at traveler appearances in Malaysia, Thailand and Indonesia, a table of the best five visitor markets of pay earned from the travel industry in Malaysia and a paper title text on the drop of vacationer appearances. (OV) The general pattern is an abatement of visitor appearances and the travel industry salary in Malaysia. (KF1) According to the reference chart, Malaysia recorded the most elevated traveler appearances in 1999 with in excess of 7 million people yet it at that point dropped to 6 million of every 2001. (KF2) It settled in 2003 and 2005 with an expansion to 7 million visitors. KF3) However, there was a radical drop in 2007 to a little mo re than 5 million guests. (KF4) This caused a sharp loss of pay earned particularly from the main three vacationer advertises in Malaysia. (KF5) Statistics show a precarious abatement of vacationer spending of over 20% for the most part from Taiwan (- 24. 2%), Singapore (- 22. 1%) and Japan (- 22. 0%). (KF6) Based on the paper title text, the fall in visitor appearances is because of obscure viral sicknesses and the dread of cataclysmic events in Malaysia. All in all, the travel industry pattern in Malaysia is on the decay and it is influencing our travel industry pay. Complete Sample Answer Tourism in Malaysia The improvements show a reference chart contrasting vacationer appearances in Malaysia, Thailand and Indonesia, a table of the best five visitor markets of pay earned from the travel industry in Malaysia and a paper title text on the drop of traveler appearances. The general pattern is a reduction of traveler appearances and the travel industry pay in Malaysia. As per the structured presentation, Malaysia recorded the most elevated traveler appearances in 1999 with in excess of 7 million people yet it at that point dropped to 6 million out of 2001. It balanced out in 2003 and 2005 with an expansion to 7 million visitors. Be that as it may, there was an extraordinary drop in 2007 to a little more than 5 million guests. This caused a sharp loss of salary earned particularly from the best three visitor advertises in Malaysia. Measurements show a lofty lessening of vacationer spending of over 20% for the most part from Taiwan (- 24. 2%), Singapore (- 22. 1%) and Japan (- 22. 0%). In light of the feature, the fall in visitor appearances is because of obscure viral sicknesses and dread of catastrophic events in Malaysia. Taking everything into account, the travel industry pattern in Malaysia is on the decrease and it is influencing our travel industry pay. Outline Writing Marking Scheme: Band 6 Band 5 Band 4 Band 3 Band 2 Band 1 Task Fulfillment 20 †18 17 †15 14 †11 10 †7 6 †4 3 †0 Language Organization 20 †18 17 †15 14 †11 10 †7 6 †4 3 †0 TOTAL 40 †34 33 †27 26 †21 20 †14 13 †7 6 †0 Question 2: Academic Essay Students might be given: 1. a perspective, 2. a contention or 3. an issue as the center of the inquiry. Question 2: Academic Essay What do we search for in an exposition: * Quality of Arguments * †intelligent, develop thoughts * Ideas and Evidence * †bolster your focuses * (elaboration models) * Communicative Quality Vocabulary and Sentence Structure Academic Essay Tip No. 1: STEP 1: BRAINSTORM It is imperative to make a rundown of thoughts/primary concerns. You may utilize different strategies to create contention/content: 1. Rundown 2. Brain map 3. Table, and so on. Scholastic Essay Tip No. 2: STEP 2: Organize You MUST write in a scholastic style, 5 passages. 1 . Presentation 2. Body (min x3) 3. End RECOMMENDED ESSAY STRUCTURE FOR MID TO HIGH PROFICIENCY STUDENTS: MODEL 1 RECOMMENDED for BANDS 3 6 1. Presentation ( x 1 section) Introductory Statements Thesis Statement 2. BODY: 3 †5 focuses ( x 3-5 passages) Topic Sentence 1. Bolster 2. Bolster 3. Backing (Concluding sentence) 3. End ( x 1 section ) Closing explanation Restate proposal Final remark Basic rule: 70 words for every passage, I. e. in any event 350 words. MODEL 1 ADVANTAGES * Promotes basic reasoning aptitudes * Room for imagination * Shows off semantic capability DISADVANTAGES * Unfocussed * Danger of leaving point * Difficult for low capability understudies to exceed expectations RECOMMENDED ESSAY STRUCTURE FOR LOW TO MID PROFICIENCY STUDENTS: MODEL 2 RECOMMENDED for BANDS 1 3 Presentation ( x 1 passage, 70 words) 1. Current circumstance (Nowadays,†¦ In today’s time of †¦) 2. Remain (In my sentiment, I think/concur/differ that†¦) 3. Framework (In this article, I will talk about 3 reasons/procedures/recommendations which are ____________, ___________ __________. ) 1ST POINT ( x 1 passage, 70 words) 1. Fundamental Idea (Firstly,†¦ First and foremost,†¦) 2. Reasons (This is because†¦Moreover,†¦) 3. Models (For example,†¦, etc. ) 4. Small scale end (Therefore,†¦) 2ND POINT ( x 1 section, 70 words) 1. Fundamental Idea (Secondly,†¦The second explanation is†¦) 2. Reasons This is expected to†¦In addition,†¦) 3. Models (For instance,†¦ and some more. ) 4. Smaller than usual end (Thus,†¦) 3RD POINT ( x 1 passage, 70 words) 1. Fundamental Idea (Finally,†¦Last yet not least†¦) 2. Reasons (This implies that†¦ Furthermore,†¦) 3. Models (Take for example,†¦ and othe rs. ) 4. Scaled down end (Hence,†¦) CONCLUSION ( x 1 passage, 70 words) 1. Rehash (all in all/more or less, the 3 reasons/methodologies/proposals I have referenced above are†¦) 2. Rehash Stand (In my feeling, I still emphatically accept that†¦) 3. Suggestion (Our administration should†¦/We should†¦) MODEL 2 Focal points * Helps understudies accomplish fundamental capability by giving structures * Boosts certainty and inspiration to compose * Aids in creating and arranging thoughts DISADVANTAGES * Stifles imagination * Repetitive style of composing * Monotonous for analyst to check * May exhaust high flyers Let’s take a gander at an example question: Question 2: Since accomplishing freedom in 1957, Malaysia has been known for its tranquil and multi-racial society. What should be possible to additionally upgrade national solidarity and solidarity among the different races? Expand and give important models in excess of 350 words. st Paragraph Introduction: Nowadays, Malaysia is a main visitor goal since we are renowned for our multi-racial society who live in harmony and amicability. As I would see it, I emphatically concur that national solidarity can be improved to fortify solidarity among all the different races in this nation. In this article, I will examine three strong systems for improving national solidarity which are each individual should be progressively energetic, be deferential of each extraordinary culture and form a group of people yet to come that is open minded and appreciative to be Malaysian. second Paragraph Point 1: As a matter of first importance, each individual can have an impact in improving national unit by being progressively energetic. This is on the grounds that when we are enthusiastic we will value being a Malaysian resident who has the privilege to live a serene and without war life. In addition, having high energy will guarantee that we truly love our nation and we will do nothing to hurt the harmony and congruity. For instance, all of us can regard the ‘Negaraku’ tune and our ‘Rukunegara’, fly our national banner during Independence day, etc. Hence, if everybody has their influence and turns out to be progressively energetic, this will effectively upgrade the soul of national solidarity. rd Paragraph Point 2: Secondly, as steadfast Malaysians, we ought to consistently be conscious of every single culture found in this nation. This is because of the way that regarding the fundamental races like Malays, Chinese and Indians just as the indigenous races will gu arantee that we will keep on living one next to the other in concordance. Likewise, every race that makes up the Malaysian culture is exceptional and ought to be appreciated for its extraordinary conventions and societies. For example, we should visit each other during ‘Open House’ or wedding festivities, strict celebrations and some more. In this way, by regarding the uniqueness of each culture, this causes us advance racial solidarity and upgrade national solidarity . fourth Paragraph Point 3: Last however not least, truancy can be controlled by empowering participation with neighborhood police specialists and the overall population. This implies we can get help from the police as they are the higher authorit

Is aptitude a factor in second language acquisition Essay

Is inclination a factor in second language obtaining - Essay Example Inclination is characterized similar to an inalienable capacity and a limit with regards to discovering that goes past knowledge. It is â€Å"a mix of capacities and different attributes, regardless of whether local or procured, that are characteristic of an individual’s capacity to learn or create capability in some specific territory if proper instruction or preparing is provided†. Inclination is without a doubt a factor in second language securing (SLA). In any case, the significance of fitness is additionally subject to various different components. It is one of the numerous factors which have an impact in deciding the speed and thoroughness where an individual additions familiarity with a subsequent language. Factors, for example, age, training level, inspiration and general insight are additionally central to a person’s capacity to obtain a subsequent language. The reason for this paper is to set up exactly how incredible a job fitness plays in SLA and its relationship to different angles. So as to learn this, I will dissect scholastic takes a shot at the subject, before laying out what these works uncover about the capacity inclination has in picking up familiarity with a subsequent language. In his article, ‘Aptitude and Second Language Acquisition’, Peter Robinson describes second language (L2) learning fitness as â€Å"strengths singular students have †comparative with their populace †in the subjective capacities data preparing draws on during L2 learning and execution in different settings and at various stages†. As per Robinson, neural contrasts, fundamental capacities and SLA forms lie at a ‘subcomputational, physical’ level.

Difference Between Economic Growth and Economic Development Essay Example for Free

Contrast Between Economic Growth and Economic Development Essay Financial Growth is a smaller idea than monetary development.It is an expansion in a countrys genuine degree of national yield which can be brought about by an expansion in the nature of assets (by training and so forth.), increment in the amount of assets enhancements in innovation or in another way an expansion in the estimation of products and ventures created by each division of the economy. Financial Growth can be estimated by an expansion in a countrys GDP (total national output). Financial advancement is a regularizing idea for example it applies with regards to people groups feeling of profound quality (good and bad, great and terrible). The meaning of financial advancement given by Michael Todaro is an expansion in expectations for everyday comforts, improvement in confidence needs and opportunity from abuse just as a more noteworthy decision. The most exact strategy for estimating advancement is the Human Development Index which considers the proficiency rates future which influence profitability and could prompt Economic Growth. It likewise prompts the production of more open doors in the areas of instruction, human services, business and the preservation of the environment.It suggests an expansion in the per capita salary of each resident. Financial Growth doesn't consider the size of the casual economy. The casual economy is otherwise called the dark economy which is unrecorded financial movement. Advancement reduces individuals from low expectations for everyday comforts into appropriate work with reasonable haven. Financial Growth doesn't consider the exhaustion of regular assets which may prompt contamination, blockage sickness. Advancement anyway is worried about manageability which means addressing the necessities of the present without trading off future needs. These ecological impacts are getting to a greater extent an issue for Governments since the weight has expanded on them because of Global warming. Financial development is a vital yet not adequate state of monetary turn of events.

Nike and Reebok an Example by

Nike and Reebok by Expert Prof. Cecil | 13 Dec 2016 Portrayal of the Primary Industry of the section: Need paper test on NikeandReebok point? We will compose a custom article test explicitly for you Continue Nike and Reebok have a place with the athletic gear industry. They produce sportswear for everyone in both indoor and out entryway sports. They have additionally been creating sport checking hardware and devices. Nike is situated in Oregon, in US. (Foot wear worldwide market, Online)Reebok then again was gained by Adidas by 2006 for $8 billion. Reebok are British based. (Reebok, Online) Current Annual Sales: Before the finish of year 2007, Nike's yearly deal had ascended to $17 billion. (Foot wear worldwide market, Online). Only in front of take over by Adidas, Reebok had income of $825 million in the 2005 first quarter. (Reebok Earning, Online). Today, Adidas has income of about $8 billion in the wake of taking over Reebok. Reebok contributed $ 4 billion to these deals. (ESPN, Online). Piece of the pie comparative with its rivals Nike has 37% of the piece of the overall industry and is really the market heads in that fragment. It is trailed by other blend of firms at 29% then Adidas is third with 22%, Puma is fourth with 7% and new equalization is fifth with 6%. (Foot wears worldwide market, Online) Reebok then again takes 8.8% available offer after the securing by Adidas. (Reebok Earnings, Online). Memorable development rate: Trends and attributes identified with the business overall (life cycle stage in industry) This industry has been developing at a diminishing rate. Refering to from 2003 to 2004, the development for sports attire went up by about $7.5 billion which meant over 12%. In the accompanying money related year to 2005, there was a development of under $ 4 billion which meant just 6%. In this way the existence cycle right now is at slack stage. (Foot wear worldwide market, Online).Reebok has had a moderate development rate up to the time it was procured by Adidas. (Reebok Stores, Online) Anticipated development rate By and large, Nike will have a decreased development rate in the all out market. Explicitly Europe will have a diminished development while China has a consistent development that will blast toward 2008 when they have the Beijing Olympics. Nike will support the occasion. Nike has a venture development pace of 7% for the following 10 years. (Foot wears worldwide market, Online). Reebok have a 10 years anticipated development pace of 4.7%. (Fortunes 500, Online). Significant client bunch inside the business (organizations, government, customers and anticipated interest) The pattern for the clients has been a consistent move to the low execution shopper who isn't really associated with sports. The enormous markets have kept on being in US and Europe. For the most part the low entertainers are the most expended at normal 88 - 100% followed by the athletic items at normal 58-87% lastly the style items at normal 0-57%. (Foot wear worldwide market, Online). How comparative items are circulated inside the business Over the business for Nike, footwear contributes $7.965 billions, Apparels contribute $ 4.168 billions, Equipment contributes $0.873 billions while different items contribute $ 1.954 billions. (Foot wear worldwide market, Online). Deals power choices/media accessible Nike utilizes low promoting methodologies to push the deals up. In 2006, they spent $ 1.74 billion on the total promoting procedures which meant only 11% of its income. Anyway their power for deals lies on very much organized retail framework. Nike has in the past utilized the Beetles tunes, and Chinese subject notices. (Foot wear worldwide market, Online). Reebok then again have been dynamic on sponsorships, for example, the NBA and other brandishing capacities. (Reebok Stores, Online) Boundaries to exit to work in this commercial center The boundaries for exit for Nike from this market fragment are the multi billion sponsorship plan and agreements that have been made by the individual game organs and competitors. They are likewise the market heads. (Foot Wear Global Market, Online). The leave obstructions for Reebok are high because of its obtaining by Adidas whom the have become element. (ESPN, 2008.) Full scale - ecological examination The Sociological conditions that sway on Nike are the inclinations for low execution items. This has seen the ascent of interest of ease footwear and attire consistently from the center game rigging. (Foot wear worldwide market, Online) The Technical Conditions that influence Nike are its assembling areas. Nike has the majority of its assembling plants in Asia and particularly in China however that will before long effect on its appropriations details with rising hardened rivalry. (Foot wear worldwide market, Online). The specialized conditions that influence Reebok are it current procurement status that implies the board won't be as autonomous as in the past. (ESPN, Online) The financial conditions that face Nike are the rising compensation bill particularly in China which takes too much. This has been going up by over 10% every year. From 2002 to 2005 there was an ascent of over 17% in wage bill. Nike additionally has the second most elevated working edge at 8.8% after Adidas. They spend over 11% of the income in promoting. Nike has 418 super store around the world. (Foot wear worldwide market, Online). The Economic conditions that influence Reebok are its diminishing deals because of poor brand situating. (Reebok Stores, Online). The Environmental conditions that influence Nike are its acceptable consistence with item reuse that has earned it a high opening in worldwide evaluations. (Foot wear worldwide market, Online). Reebok then again was as of late fined $1million for infringement of Federal Hazardous Substances Act. This was following an import of lead loaded arm bands which are viewed as poisonous. (Condition News Service, Online). The Political Conditions that influence Nike are worries for human right. Nike has been blamed for misuse of workers in Far East, Asia, Mexico. They have likewise been blamed for impairing ladies with a portion of their battle systems in the East Asia. There are likewise claims of youngster work. (Foot wear worldwide market, Online). The political conditions that influence Reebok are the market picture following the procurement by Adidas. (Reebok Stores, Online) Any Cultural Changes that impact Nike and Reebok Both Nike and Reebok has been moving from the social item commercial to VIP advancement styles. They are contracting significant game characters to sell their brands all around. (Foot wear worldwide market, Online) Works Cited ESPN: Adidas purchase of Reebok would help US piece of the pie. Footwear Global Market: Nike Market Share. Accessible at http://www.wikinvest.com/stock/Nike_(NKE)#Market_Share . Gotten to on March 21, 2008. Fortunes 500: Reebok. Accessible at http://money.cnn.com/magazines/fortune/fortune500_archive/depictions/2003/1113.html . Gotten to on March 21, 2008. Reebok Stores: Available at http://store.reebok.com/home/index.jsp Accessed on March 21, 2008. Reebok Earning. Accessible at http://www.reebok.com/useng/ir/press/2005/Q1_2005_Earnings.htm Accessed on March21, 2008.

Statutory provisions Unfair dismissal - Free Essay Example

To what extent do the statutory provisions governing unfair dismissal provide an effective right not to be unfairly dismissed? When looking at the statutory provisions that are aimed at preventing unfair dismissal it is necessary to firstly define what would be classed as unfair dismissal and then to examine the various statutes and regulations that have been implemented to try to prevent employers from unfairly dismissing an employee. Having established all of these it is then possible to examine the effectiveness of the provisions and reach a conclusion as to how effective these are. Unfair dismissal occurs where the employer dismisses an employee without good reason. An unfair dismissal can be automatically unfair. Such a dismissal is deemed to have occurred where the employer has not followed a proper dismissal procedure before dismissing the employee[1]. An automatic unfair dismissal can occur where an employee is dismissed because she is pregnant[2], the employee was attempting to enforce a right under law or an employee was taking action against the company on a health and safety issue. Where an automatic unfair dismissal occurs for one of the reasons listed above the requirement that the employee must have been employed for a last a year does not apply. In cases where the employee has refused to work on a Sunday or was taking action in trade union activities or was dismissed for blowing the whistle on another employee the year rule has often been overlooked. A dismissal will also be automatically unfair if it is as a result of the business that the employee has worked for being taken over by a new owner, although this would still require the employee to have worked for the employer for at least a year. Similarly dismissing an employee for failing to declare a spent conviction would be automatically unfair and an action could be brought by the employee for such a dismissal. If an employee can show that their dismissal was connected to their race, gender, or some form of disability then a claim for unfair dismissal is likely to succeed. These categories of employees are protected by various Acts designed to protect them from being treated unfairly in the workplace. The introduction of such anti-discrimination legislation[3] and the culture of challenging any dismissal that might be potentially unfair have produced an abundance of case law on unfair dismissal[4]. The recent changes in employment law have attempted to prevent unfair dismissal by placing statutory requirements on an employer before he can dismiss someone. Previous legislation used to regard the employee more as a servant to the employer than a cont ributing member of the workforce[5]. Over the years employment law has looked at protecting the rights of employees and attempted to ensure equal treatment for all employees on every issue including working hours, working conditions and equal pay[6]. Membership of the European Union has impacted on the areas of working hours[7] and equal pay between the sexes. Where an employee has been treated unfairly in theses areas actions have frequently been brought before the European Court for Human Rights. Many of these actions have been on the grounds of sex discrimination, disability discrimination or race discrimination. As well as anti-discriminatory legislation assisting employees from being unfairly dismissed there are also many other statutory provisions now in place designed to protect an employee from unfair dismissal. Under the Employment Rights Act 1996 section 94 and employee has the right not to be unfairly dismissed[8]. Where an employer does decide to dismiss an employee a duty is placed on the employer under section 98 of the Employment Rights Act 1996 to prove that the dismissal was fair[9]. Potentially fair reasons for dismissal include the capability[10] of the person to be able to do the job or their qualification for that role. A dismissal can also be potentially fair if the employee is dismissed for behaving in an inappropriate manner[11], as a result of redundancy[12], the employee is involved is some form of legal process such as a driver who loses his right to drive through some form of proceedings against him or any other substantial reason for the dismissal[13].Although these are potentially fair reasons for dismissal they can give rise for a claim for unfair dismissal if the employer fails to take the proper steps before dismissing them. Where an employer proposes to dismiss an employee on the grounds of capability[14] or qualifications the employer has a duty to consult with the employee and any line manager or supervisor responsi ble for that employee[15]. The employee would have to be given every opportunity to reach the required standard[16]. Before moving to a dismissal an employer should ensure that the employee has been offered any suitable training that might assist the employee in reaching the standard[17]. If an employee makes a specific request for training in a particular aspect of their role and the employer does not provide this training a claim for unfair dismissal might be able to be brought against the employer[18]. When dealing with dismissals for inappropriate behaviour an employer is under a duty to follow the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s disciplinary procedure to ensure that all efforts have been made to curb the behaviour of the employee[19]. When an employee commences work with a new employer they should be supplied with an employment contract. This contract should give an outline of what would be considered inappropriate behaviour[20]. Within the contract should be information regardin g the company policy in dealing with such issues. Where an employer proposes on dismissing an employee for inappropriate behaviour they should remind the employee of the company policy and explain how the employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s behaviour has breached this policy. An opportunity should be given to the employee to alter their behaviour and to attain the standard required by the company. If after being given the opportunity to amend their behaviour the employee still continues to behave in the same manner an employer would be able to dismiss the employee and would be unlikely to bring an action for unfair dismissal[21]. Dismissal as a result of redundancy can cause problems on the basis of selection for redundancy. To try to avoid a claim for unfair dismissal an employer should explore all the other options available to them including the possibility of the redeployment of the employee in an alternative role[22]. To make redundancies there has to be good sound business reaso ns to remove the post that the employee has been engaged in[23]. When selecting employees for redundancy an employer should ensure that the selection has been handled fairly[24]. Claims for unfair dismissal might arise if the company dismissed a female employee in preference to a male employee because they preferred to have a man in that role. Actions for unfair dismissal in these instances would centre on sex discrimination. Similar actions could occur using the Disability Discrimination Act 1995 if an able bodied employee is chosen over a disabled employee[25]. A further area in which unfair dismissal might be claimed is if the employer dismisses the employee as a result of criminal charges being brought against the employee[26]. Employers should bear in mind that someone charged with an offence might not necessarily be found guilty of the charges against them and a dismissal before the outcome of the case is known could give rise to a claim for unfair dismissal. On some occasi ons employers have suspended the employees from work when they have been made aware that criminal charges have been brought against an employee[27]. The effect of such a suspension could impact on the case against the employee as a jury might be influenced by the actions of the employer in assuming the guilt of the employee. The suspension might suggest to a jury that the employer believes the employee to be guilty. Such a dismissal before a trial is likely to give rise to a claim for unfair dismissal as the employer would appear to be making an assumption of guilt before the employee has been to court. Where the offence involves a driving offence and the employee was employed as a driver the employer might be left with no alternative but to dismiss the employee as they can no longer carry out the job they were employed to do[28]. In such circumstances an employer should attempt to redeploy the employee elsewhere within the company until they are entitled to drive again before co nsidering terminating their employment. If no such alternative work is available then the employer would be justified in terminating the employment and it is unlikely that any claim for unfair dismissal would succeed as the employee has effectively made himself unemployable by getting a banned from driving. The Employment Act 2002 has brought in a number of amendments to the ways in which an employer should proceed before they dismiss an employee. Schedule II of the Act lists two ways in which an employer can proceed towards dismissal. In Chapter 1 of the Schedule the standard dismissal procedure is divided into three stages that an employer should comply with before dismissing an employee. This has been defined as the Dismissal and disciplinary procedure[29]. In the first stage 1(1) the employer must set out in writing the employees alleged conduct or characteristics, or other circumstances, which lead him to contemplate dismissing or taking disciplinary action against the em ployee and (2) must send the statement or a copy of it to the employee and invite the employee to attend a meeting to discuss the matter. The second stage of the process is the meeting. A meeting should take place before any disciplinary action is taken unless the employee is to be suspended from work. The meeting should only take place if the employee has 2 (2) (a) been informed what the basis was for including in the statement under paragraph 1(1) the ground or grounds given in it, and (b) the employee has had a reasonable opportunity to consider his response to that information. Having been given the appropriate notice and grounds for the dismissal (3) the employee must take all reasonable steps to attend the meeting[30]. Directly after the meeting the employee should be notified of the decision made by the employer. At this point the employee must be informed of his right to appeal if he disagrees with the decision[31]. Where the employee does disagree with the decision an appeal should be lodged by the employee[32]. The employee has a duty to notify his employer of his intention to appeal and another meeting must be arranged between the employee and the employer[33]. Employees have a duty to ensure they take all the necessary steps to attend the meeting[34]. At this stage an employer can dismiss or suspend the employee before the second meeting occurs[35]. As with the first meeting the employee must be informed of the employersà ¢Ã¢â€š ¬Ã¢â€ž ¢ decision immediately after the meeting is concluded[36]. The second way in which a dismissal can operate is under a modified procedure as outlined in Schedule II. Under the modified procedure the employer has dismissed the employee before the meeting takes place. The employer has a duty to outline the reason for the dismissal to the employee and advise them of their right to appeal that decision. If an employee chooses to appeal then a meeting will be held with the employer giving the emplo yee his decision at the end of the meeting. Section 30 of the Dispute Resolutions is concerned with contracts of employment. This section of the Act requires both the employee and the employer to comply with the procedures for dismissal where such statutory requirements are necessary. Under this regulation employers have a duty to issue in writing the reasons why they are considering terminating the employment[37] and invite the employee to either attend a meeting to discuss this before the dismissal is enacted or inform the employee of the right to appeal and then hold a meeting if the employee wishes to appeal. If there is no statutory requirement to follow such procedures then the employee would not be able to enforce the procedure[38]. Situations such as this could arise where the company operates a policy of issuing two verbal warnings followed by one written warning before the employee can be dismissed. The employer can avoid the verbal and written warning stage if the c onduct of the employee is such that instant dismissal is warranted. There is no statutory requirement to issue such warnings despite this sometimes being incorporated into a contract of employment. A failure to give such warnings would not allow an employee to assert his rights under the contract[39]. The disciplinary procedures listed above where introduced by the Employment Act 2002 (Dispute Resolutions) Regulations 2004. The aim of these Regulations was to reduce the number of dismissals where there might have been alternative ways to avoid such dismissals. The Dispute Regulations added amendments to the Employment Act 2002 making it a direct requirement that all employers must have a disciplinary procedure in place that meets the requirements as laid down by the Regulations[40]. These Regulations are applicable to all employers regardless of the size the company is and can be applied even if the company only has one employee[41]. The procedures listed under section 3 of th e Dispute Resolutions Regulations have to be adhered to before an employee can be dismissed. Where an employee feels they have been unfairly dismissed the Regulations provide the employee with guidance on brining a grievance procedure against their employer under section 6 of the Regulations[42]. In situations where the employer is proposing on taking an action which if carried out could allow the employee to bring a complaint in an employment tribunal the standard grievance procedure is applicable[43]. A modified grievance procedure is applied if the employee has already been dismissed. The employer is able to avoid the requirements of the Dismissal and disciplinary procedure under certain circumstances these being that they reasonably believe that doing so would result in a significant threat to themselves, any other person[44], or their or any other personà ¢Ã¢â€š ¬Ã¢â€ž ¢s property, they have been subjected to harassment[45] and reasonably believe that doing so would result in further harassment[46], because it is not practicable within a reasonable period, they dismiss a group of employees but offer to re-engage them on or before termination of their employment[47], there are collective redundancies and they consult with employee representatives[48], the business closes down suddenly because of an unforeseen event or the employee is no longer able to work because they are in breach of legal requirements[49]. The times when an employer can avoid having to adhere to the disciplinary and dismissal procedures are listed in section 11 of the Employment Act 2002 (Dispute Resolutions) Regulations 2004. It is obvious that the areas highlighted above where the dismissal and disciplinary procedure can be circumvented should be treated in this manner. It would be unconscionable to expect an employer to have to allow an employee to continue in their employment when there could be a significant threat to themselves or others[50] or where they have been subjecte d to harassment by the employee[51]. It is also obvious that where the company is closing down that redundancy will be inevitable and it would be impossible to avoid making employees redundant. Other areas of legislation designed to protect employees for unfair dismissal include the Employment Rights Act 1996. This Act specifically deals with employment contracts[52] and requires employers to give new employees a written statement[53] concerning the particulars of their employment[54]. The written statements should include the names of both the employee and the employer, the date when the employment began and the date when the employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s continuous employment began taking into account any past employment with a previous employer that might count towards continuous service. The statement should also outline the rate of pay of the employee, the contractual hours the frequency of pay, entitlement to holidays, sick pay, maternity leave and pension schemes and the per iod of notice the employee is required to give when leaving that employment[55]. A brief description of the specifications of the role should be included so that the employee knows the tasks they are expected to perform. Employers could find this part of the contract useful if they need to dismiss an employee for being incapable of performing the duties they are required to do. They could also use this part of the contract if the employees work is not up to standard or if they are refusing to do a particular task by relying on the contract they could prove that the employee was aware of the standard required and the role requirements from the start of their employment[56]. The disciplinary procedures should also be contained within the written statement or should refer them to specific documents that specify such rules. Such documents have to be easily accessible so that an employee knows of their rights should disciplinary action be commenced against them[57]. Where an emp loyee has been dismissed or is about to be dismissed they have a right to bring grievance procedures. The grievance procedure that has been established as a result of the Regulations has meant that it is now more difficult for an employer to be able to dismiss an employee. Those wishing to bring a grievance are under a duty to bring an action without delay. The meeting to discuss the grievance must be arranged at a reasonable time and suitable location for all parties. At the meeting both parties must be allowed to explain their case. If the employee is bringing an appeal against an earlier decision then the meeting should be chaired by a more senior manager then previously if at all possible. Employees can choose to be accompanied at the meeting or any subsequent appeal. The meeting should accommodate the needs of the employee so that they are not disadvantaged. This is particularly relevant where the employee is disabled[58]. The Regulations do allow a delay on some occasion s in particular where a grievance action cannot be brought swiftly due to illness, incapacity or the cessation of the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s business. Neither party will be held to be at fault if one of the above applies. A meeting must be rearranged if the employer, employee or employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s companion[59] cannot attend a meeting for a reason that was not reasonably foreseeable at the time the meeting was arranged. Occasions where this might arise could be if one of the parties becomes ill or their car breaks down on the way to the meeting. If the failure to attend the meeting is for a reason that is reasonably foreseeable then neither party will be under any further statutory obligation to arrange a further meeting. Any compensation awarded by a tribunal could be affected by the failure of the party to attend the meeting. If the employee fails to attend the compensation could be reduced whereas if the employer fails to attend the compensation could be increase d. Where the employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s companion cannot attend the employee must propose an alternative date within five days[60]. If this is acceptable to the employer then he should invite all parties to attend on the new date. An employer is obliged to rearrange a meeting once. If the meeting falls through a second time then neither party is under a statutory obligation to rearrange for a further meeting, even if the reason for the non-attendance at the second meeting is unforeseeable. The Regulations have also impacted on being able to extend time limits for the bringing of tribunal proceedings[61]. The Regulations allow for such an extension: If an employee attempts to present a tribunal application arising from a grievance within the normal time limit for doing so under the relevant jurisdiction, but he/she has not written the step one letter[62] under the procedure and allowed twenty-eight days, the tribunal will decline to register the application as the relevant admissibility conditions will not have been met. This will however trigger an automatic three month extension[63] of the time limit from the date it would otherwise have expired. In this event the claimant must send a step one letter by no later than 28 days after the date when the normal time limit would have expired. If he/she does so there will be an opportunity to present a valid tribunal claim under the jurisdiction in question within the extended time limit. If not, however, he/she will be barred from doing so. The Regulations also allow for penalties to be imposed against those who do not follow the grievance procedures. S31 allows a tribunal to increase or decrease compensation by ten percent for failing to comply with the statutory procedures. To try to assist with disputes in the workplace some companies have developed their own dispute resolution procedures between the employers and the trade unions. These schemes allow an employee to bring a grievance through an in formal route rather than through statutory procedures. Where these schemes operate the courts can infer that the statutory procedure has been followed. By treating this action as though the statutory procedure has been followed employers are prevented from dismissing an employer and then asserting that the employee filed to follow the statutory procedure for bringing a grievance. The effect of disputes being resolved in the workplace rather than in a tribunal can be quite immense in financial terms. Tribunals tend to be costly and in a sense there are no winners in a tribunal. A dismissed employee might be awarded compensation but re-instatement might not be ordered or might not be appropriate. In these cases the employee may be significantly worse off financially as they would only have the compensation money and no regular income from employment. When trying to gain alternative employment the employee might face difficulty as the prospective employer is likely to be aware of th e tribunal proceedings brought against the previous employer and be reluctant to employ the person for that reason. For the employer who loses at the tribunal the loss is mostly monetary, though the publicity that is attracted during the hearing could also impact on the employerà ¢Ã¢â€š ¬Ã¢â€ž ¢s business. This might particularly be the case if the complaint by the employee is one of sexual discrimination or disability discrimination. Such an employer could become the target of others who wish to exploit the fact that the employer has already lost one case on these grounds It could be argued that the introduction of the Regulations has reduced the number of dismissals as employers are now faced with increased likelihood of unfair dismissal claims being brought against them should they fail to follow the correct disciplinary procedure before dismissing an employee. Employers should make themselves aware of the required procedure in order to avoid such claims. The advantages to the changes that have been brought about by the Regulation are that employers are now under a duty to ensure that they have followed the disciplinary procedure before they can dismiss an employee, claims for unfair dismissal can be avoided if the correct procedure is followed before the dismissal is ordered, and grievances can be aired in the workplace rather than before a tribunal which could prevent the employee from being dismissed. It would appear that the regulations and Acts now in force are designed more to protect the rights of employer than for the protection of employers rights. The contract of employment would appear to offer protection from dismissal to employees but is counterbalanced by requiring the employees to work to specific standards and to perform certain tasks that their role dictates. The general trend of more and more cases of unfair dismissal being brought in industrial tribunals would seem to suggest that employers are failing to heed the requirements t hat statute and employment contracts place on them. A substantial amount of claims for unfair dismissal still revolve around sex discrimination or disability discrimination which would seem to be an indicator that employers have not take on board fully the impact of the legislation in these areas. In order to reduce the amount of unfair dismissal hearings employers are going to need to exercise even greater care to ensure full compliance with disciplinary procedures. If they adhered more closely to these procedures then the issue of gender or disability often raised would be diluted and there would be fewer matters raised before a tribunal The use of dispute resolutions in the workplace is likely to limit the damage for both the employer and the employee. The employee is more likely to be able to remain in their employment. For the employer, once they have followed the correct procedure they are less likely to face a claim for unfair dismissal if the employee fails to improve in their performance at work or to modify their behaviour where such a compliant has been made against them. As more companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s and employers become aware of the requirements it is likely that in the future there will be fewer cases of unfair dismissal and less people being dismissed unnecessarily. The Regulations in a sense have made it compulsory for employers to seek alternatives to dismissal, whilst still allowing instant dismissal where the behaviour if the employee is such that continued employment would be untenable as discussed above. The conclusion that can be drawn from the above is that the Regulations have impacted on the rates of dismissals of employees and have afforded them a greater degree of protection from unfair dismissal. From the employers standpoint dismissal of an employee has become more difficult and they now have to account for their reasons for dismissing someone. Employers are also under greater pressure now to ensure that employees fac ing dismissal are given the opportunity to improve their quality of work or amend their behaviour before they can move towards dismissing them. Bibliography Berry, A, Dealing with your Dismissal in One Week, 2000, Hodder Stoughton Inns of Court Law School, Employment Law in Practice, 7th Ed, 2006, Oxford University Press Painter, R Holmes, A, Cases and Materials on Employment Law, 2006, Oxford University Press Rich, M, Edwards, I, Mead, H, Meadà ¢Ã¢â€š ¬Ã¢â€ž ¢s Unfair Dismissal, 1994, Sweet and Maxwell Employment Law Journal 2006, vol 73(Sep), 9-11 https://www.lawontheweb.co.uk https://www.journalonline.co.uk Table of Cases Ask Security Ltd v Foote Anor [2006] UKEAT 0433 Avid Technology Europe Ltd v Breedon [2006] UKEAT 0254_ British Airways Plc v Employment Appeal Tribunal Decision [2000] ScotCS 309; Bankhead v Directorate of Naval Reserves Ors (Unfair Dismissal/Disability Discrimination) [2003] NIIT 1142 03 Codemasters Software Co Lt d v Wong 2006 WL 3835216 Cooper v West Yorkshire Police Anor [2006] UKEAT 0035 Devlin v Royal Mail [2004] NIIT 2550 Draper v. Mears Ltd [2006] UKEAT 0174 Edem v Egg Plc Anor [2006] UKEAT 0573 European Working Time Directive No 93/104/EC of 23 November 1993 Ezsias v North Glamorgan NHS Trust [2006] UKEAT 0705 Fernandez v. The Office of The Parliamentary Commissioner For Administration Anor [2006] UKEAT 0180 Fraser v Hlmad Ltd. [2006] EWCA Civ 738 (15 June 2006) Glasgow City Council v. Deans Ors [2006] UKEAT 0061 Glasgow School of Art v. Taylor [2006] UKEAT 0011 GMB Trade Union Ors v Hughes Anor [2006] UKEAT 0288 Greenhoff v Barnsley Metropolitan Borough Council [2006] UKEAT 0093 Hamling v Coxlease School Ltd [2006] UKEAT 0181 Hospitality Training Foundation v Philip [1998] UKEAT 288 Johnson Matthey Plc v Watters [2006] UKEAT 0236 Kelly-Madden v. Manor Surgery [2006] UKEAT 0105 Kennaugh v David Lloyd-Jones (t/a Cheshire Tree Sur geons) [2006] UKEAT 0032 Lake v British Transport Police [2006] UKEAT 0154 Landeshaupstadt Kiel v Norbert Jaeger Case C-151/02 Lewald-Jezierska v Solicitors in Law Ltd Ors [2006] UKEAT 0165 Lewisham Social Services Anor v Jackson [2006] UKEAT 0331 Lipscombe v Forestry Commission [2006] UKEAT 0191 London Borough of Barnet v Ferguson [2006] UKEAT 0220 London Borough of Hounslow v Klusova [2006] UKEAT 0325 London Borough of Lambeth Ors v Corlett [2006] UKEAT 0396 Marlborough Hotel v Meiris [2006] UKEAT 0256 Masterfoods (A Division of Mars UK Ltd) v Wilson [2006] UKEAT 0202 McClements v Royal Mail [2006] NIIT 1555 Metrobus Ltd v Cook 2007 WL 504769 Nenji v Birmingham Childrens Hospital NHS Trust [2001] EWCA Civ 1108 (29 June 2001) ODonoghue v Redcar Cleveland Borough Council [2001] EWCA Civ 701 (15 May 2001) Patel v Leicester City Council 2006 WL 3877634 Pugh v National Assembly for Wales [2006] UKEAT 0251 Quigley v. University o f St Andrews [2006] UKEAT 0025 Royal Bank of Scotland Plc v Theobald 2007 WL 261205 Sanmina SCI UK Ltd v. McCormack Ors [2006] UKEAT 0066 Scottish Shellfish Marketing Group Ltd v. Connelly [2006] UKEAT 0008 Sidhu v. Superdrug Stores Plc [2006] UKEAT 0244 Sindicato de MÃÆ' ©dicos de Asistencia PÃÆ' ºblica v. Conselleria de Sanidad y Consumo de la Generalidad Valenciana,, Case C-303/98 Singh (t/a Rainbow International) v. Taylor [2006] UKEAT 0183 The National Union of Teachers v. L Watson [2006] UKEAT 0204 Wandsworth NHS Primary Care Trust v. Obonyo [2006] UKEAT 0237 Weir Anor (The Firm of Brae Cottage Residential Home) v. Stewart [2006] UKEAT 0005 West Coast Trains Ltd v Murphy [2006] UKEAT 0064 X v Y [2004] EWCA Civ 662 (28 May 2004) Table of Statutes Disability Discrimination Act 1995 Employment Act 2002 Employment Act 2002 (Dispute Resolutions) Regulations 2004 Employment Rights Act 1996 Equal Pay Act 1970 Factory Acts 1833 Master and Servant Act 1932 Race Relations Act 1976 Sex Discrimination Act 1975 1 Footnotes [1] Lewisham Social Services Anor v Jackson [2006] UKEAT 0331 [2] The National Union of Teachers v. L Watson [2006] UKEAT 0204; Lake v British Transport Police [2006] UKEAT 0154 [3] Sex Discrimination Act 1975; Disability Discrimination Act 1995; Race Relations Act 1976 [4] ODonoghue v Redcar Cleveland Borough Council [2001] EWCA Civ 701 (15 May 2001); British Airways Plc v Employment Appeal Tribunal Decision [2000] ScotCS 309; Bankhead v Directorate of Naval Reserves Ors (Unfair Dismissal/Disability Discrimination) [2003] NIIT 1142 03; Edem v Egg Plc Anor [2006] UKEAT 0573 [5] Factory Acts 1833; Master and Servant Act 1932 [6] Equal Pay Act 1970 [7] European Working Time Directive No 93/104/EC of 23 November 1993; Sindicato de MÃÆ' ©dicos de Asistencia PÃÆ' ºblica v. Conselleria de Sanidad y Consumo de la Generalidad Valenciana,, Case C-303/98; Landeshaupstadt Kiel v Norbert Jaeger Case C-151/02 [8] Lewisham Social Services Anor v Jackson [2006] UKE AT 0331 [9] Kelly-Madden v. Manor Surgery [2006] UKEAT 0105 [10] London Borough of Barnet v Ferguson [2006] UKEAT 0220 [11] Johnson Matthey Plc v Watters [2006] UKEAT 0236 [12] Ask Security Ltd v Foote Anor [2006] UKEAT 0433 [13] Avid Technology Europe Ltd v Breedon [2006] UKEAT 0254_ [14] Patel v Leicester City Council 2006 WL 3877634 [15] Scottish Shellfish Marketing Group Ltd v. Connelly [2006] UKEAT 0008 [16] Devlin v Royal Mail [2004] NIIT 2550 [17] Nenji v Birmingham Childrens Hospital NHS Trust [2001] EWCA Civ 1108 (29 June 2001) [18] Hospitality Training Foundation v Philip [1998] UKEAT 288 [19] Sidhu v. Superdrug Stores Plc [2006] UKEAT 0244 [20] Employment Rights Act 1996 s3 [21] Sidhu v. Superdrug Stores Plc [2006] UKEAT 0244 [22] Glasgow School of Art v. Taylor [2006] UKEAT 0011 [23] Glasgow City Council v. Deans Ors [2006] UKEAT 0061 [24] Cooper v West Yorkshire Police Anor [2006] UKEAT 0035 [25] Hamling v Coxlease S chool Ltd [2006] UKEAT 0181; Greenhoff v Barnsley Metropolitan Borough Council [2006] UKEAT 0093 [26] X v Y [2004] EWCA Civ 662 (28 May 2004) [27] McClements v Royal Mail [2006] NIIT 1555 [28] Draper v. Mears Ltd [2006] UKEAT 0174 [29] Weir Anor (The Firm of Brae Cottage Residential Home) v. Stewart [2006] UKEAT 0005 [30] Marlborough Hotel v Meiris [2006] UKEAT 0256 [31] Employment Act 2002 Schedule 2 Ch 1 2(4) [32] Employment Act 2002 Schedule 2 Ch 1 3 (1) [33] Employment Act 2002 Schedule 2 Ch 1 3 (2) [34] Employment Act 2002 Schedule 2 Ch 1 3 (3) [35] Employment Act 2002 Schedule 2 Ch 1 3 (4) [36] Employment Act 2002 Schedule 2 Ch 1 3 (5) [37] Masterfoods (A Division of Mars UK Ltd) v Wilson [2006] UKEAT 0202 [38] Employment Act 2002 s30 (2) [39] Fraser v Hlmad Ltd. [2006] EWCA Civ 738 (15 June 2006) [40] London Borough of Lambeth Ors v Corlett [2006] UKEAT 0396 [41] Singh (t/a Rainbow International) v. Taylor [2006] UKEAT 0183 [42] Lipscombe v Forestry Commission [2006] UKEAT 0191 [43] Pugh v National Assembly for Wales [2006] UKEAT 0251 [44] Quigley v. University of St Andrews [2006] UKEAT 0025 [45] Wandsworth NHS Primary Care Trust v. Obonyo [2006] UKEAT 0237 [46] Fernandez v. The Office of The Parliamentary Commissioner For Administration Anor [2006] UKEAT 0180; Ezsias v North Glamorgan NHS Trust [2006] UKEAT 0705 [47] Glasgow School of Art v. Taylor [2006] UKEAT 0011 [48] Sanmina SCI UK Ltd v. McCormack Ors [2006] UKEAT 0066 [49] London Borough of Hounslow v Klusova [2006] UKEAT 0325 [50] West Coast Trains Ltd v Murphy [2006] UKEAT 0064 [51] Ezsias v North Glamorgan NHS Trust [2006] UKEAT 0705 [52] GMB Trade Union Ors v Hughes Anor [2006] UKEAT 0288 [53] Lewald-Jezierska v Solicitors in Law Ltd Ors [2006] UKEAT 0165 [54] Kennaugh v David Lloyd-Jones (t/a Cheshire Tree Surgeons) [2006] UKEAT 0032 [55] Employment Rights Act 1996 s1 [56] Employment Rights A ct 1996 s1 (4) (f) [57] Employment Rights Act 1996 s3 [58] Disability Discrimination Act 1995 s6 [59] Employment Rights Act 1999 s10 [60] Employment Rights Act 1999 s10 [61] Royal Bank of Scotland Plc v Theobald 2007 WL 261205 [62] Metrobus Ltd v Cook 2007 WL 504769 [63] Codemasters Software Co Ltd v Wong 2006 WL 3835216

Effects of the French Revolution - Free Essay Example

The French Revolution was one of the most significant, radical revolutions of all time. Before the revolution, France was broken up into three social classes. The First estate was the clergy, the Second Estate was the nobility, and the Third Estate was everyone else(Bourgeoise, peasants, small business owners, doctors, lawyers, and more). The First and Second Estates combined made up roughly three percent of Frances population, but paid little to no taxes. The Third Estate made up the remaining ninety-seven percent of the population and paid the majority of the taxes (The French Revolution 1). This tax inequality help to ignite the beginning of the French Revolution. The combination of King Louis XVI and Marie Antoinettes spending issues, and the famine in France was not good for the country. France was in great debt, and her people were starving. A French citizens writing was uncovered and it explains the hardships of the times, I have seen eighty, ninety, a hundred pieces of cotton or woollen stuff cut up, and completely destroyed. I have witnessed similar scenes every week for a number of years. I have seen manufactured goods confiscated; heavy fines laid on the manufacturers;(Roland 1). Eventually, with some help, the French people were able to overthrow the monarchy, although there was not much of an immediate im provement. France had come to the point where citizens could not speak up for what they believed in without being guillotined. There did not seem to be much hope for France until Napoleon Bonaparte stepped in as emperor, and although France conquered many lands under his rule, he was eventually defeated, and France was once again a monarchy. The September Massacres in France had a great impact on England. Prisoners that were held in the Bastille were being executed due to paranoia in the French citizens caused by Jean-Paul Marats writings. Based on only suspicion of royalist armies attacking Paris, hundreds of men died, some of which were English. On the first page of The London Times, the article discusses the importance of the public understanding the situation. As the affairs of France very naturally engross the whole of the public attention, we have made it our business to collect the occurrences that have happened with as much precision as circumstances would admit. In the history of mankind, we have no precedent of of such wanton and disgraceful excesses.(Liu 1). It was not only the September Massacres that impacted England, France had a lasting effect on the English lifestyle. Emigrants from France began to settle in England, changing the character of society where they settled. Art, literature, poems, and music w ere deeply influenced by the terror and violence of the French Revolution(Norman 1-9). Spain was one of the many countries influenced by France, or more specifically in this scenario, Napoleon Bonaparte. Napoleon was determined to conquer all of Europe and even more if it was possible. He had already taken a good chunk of Europe when he took Spain as well. After Napoleon took Spain, he sent his brother, Joseph to rule in his place. Joseph ruled under the orders of his brother, and was considered a puppet ruler. In Napoleons private letters to Joseph, he told him where to position his military, what laws he should pass, who he could and could not trust, who he should promote, and how to run his country(Napoleon I 320). The Spanish people were less than thrilled that their king had been replaced by the French. Certain areas of Spain continued their loyalty to Ferdinand VII, and decided to align with Britain to defeat Napoleon. The Spanish people fought extremely hard to put their true king back on the throne, and in 1814 when Napoleon was finally defeated, King Ferdinand VII, the rightful king of spain was returned to his throne. Napoleon attempted to seize power in many European countries. He replaced monarchs left and right and placed his family members as rulers. Napoleon tried to justify his actions by offering the old monarchs positions in court, but thy refused them. Napoleon was quoted saying, they didnt want them. I offered them posts from the administration; they turned them down. But I opened my antechambers to them, and they came running in.(Herold 143). Throughout the revolution, France had significant impacts on other countries in Europe. French armies invaded and reformed some parts of Europe but not others,(Robinson, et. al. 2). Western Europe seemed the most impacted by French invasions. European countries such as Germany, Great Britain, Ireland, Austria, Spain, Prussia, and Italy were all affected by the French Revolution. France also had a large impact on North and Latin America. England was one of the few countries that Napoleon did not seize, though they were forced to spend millions to k eep him out. England was able to convince Austria, Prussia, and Russia to join in their efforts to defeat Napoleon. Napoleon attempted to offer peace to England, but they would not accept unless there was a balance of powers throughout Europe(Herold 241). The French Revolution relates to the global context globalization and sustainability. The entire revolution was based off of inequalities and peoples rights. Throughout the revolution, France dealt with famine, economic issues, unfit rulers, and because of all this, France became stronger as a country. France was eventually able to sustain itself while controlling other nations. France achieved globalization by influencing countries everywhere, and human life was changed forever by the French Revolution. Works Cited British Newspaper Coverage of the French Revolution: the September Massacres. Translated by Alan Liu, 2 Feb. 2000. Web. 11 Dec. 2018.(P) Consequences of Radical Reform: The French Revolution.Web. 4 Dec. 2018.(S) How Did the French Revolution Affect England? National Trust. Web. 12 Dec. 2018.(S) Internet History Sourcebooks-Sourcebooks.fordham.edu. Web. 4 Dec. 2018.(P) The French Revolution A Brief Outline Florida Gulf Coast Web. 7 Dec. 2018(S) Horizon, Magazine. The Horizon Book of the Age of Napoleon. American Heritage; Book Trade Distribution by Harper and Row, 1963. Print.(P) I, Napoleon. The Confidential Correspondence of Napoleon Bonaparte with His Brother Joseph Selected and Translated, with Explanatory Notes, from the Memoires V.1. HathiTrust. Boston :Ginn,c1938. Web. 06 Dec. 2018.(P)

Childhood Trauma And The Personality Disorders Essay

Abstract Trauma affects more than twenty-five percent of children in America every year (NCMHP, 2012). This astounding statistic implies that multitudes of individuals are now dealing with the chronic results that these traumas induce, one reoccurring result being personality disorder. The purpose of this paper is to find the connections between the severity of childhood trauma and the personality disorders that can come from it. The purpose of this paper is to find the connections between the severity of childhood trauma and the personality disorders that can come from it. Findings indicate that if children are exposed to long-term trauma during their developmental stages, they are at a higher risk of a personality disorder; these results can be seen through childhood and brain development of those undergoing sever trauma. Both findings can help answer the overall question of how these two saddening occurrences intertwine and possibly, how to prevent them. Childhood Trauma and Personality Disorders Trauma is defined as â€Å"Any event (or events) that may cause or threaten death, serious injury, or sexual violence to an individual, a close family member, or a close friend† (American Psychiatric Association, 2013). These horrifying experiences leave individuals scarred and mentally shaken for an extensive period. However, what happens when it occurs in one of the most influential periods of mental development? Childhood development is a critical time in a person’sShow MoreRelatedChildhood Trauma and Symptoms of Psychological Disorders Essay examples1567 Words   |  7 Pagesalready been done to try to find the answer to the question, does childhood trauma cause and effect the symptoms of patients with psychological disorders such as Schizophrenia and Psychosis, or can the trauma cause a patient to have Schizophrenia or Psychosis. Many case studies’ findings state that there is a link. Some studies say only certain symptoms are affected. 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What Introvert and Extrovert Really Mean

Think about what an ideal evening for you might look like. Do you imagine yourself going out to dinner with a large group of friends, attending a concert, or going to a club? Or would you prefer to spend the evening catching up with a close friend or getting lost in a good book? Psychologists consider our responses to questions such as these our levels of  introversion  and  extroversion:  personality traits that relate to our preferences for how we interact with others. Below, well discuss what introversion and extroversion are and how they impact our well-being. The Five-Factor Model   Introversion and extroversion have been the subject of psychological theories for decades. Today, psychologists who study personality often see introversion and extroversion as part of what is known as the  five-factor model  of personality. According to this theory, peoples personalities can be described based on their levels of five personality traits:  extroversion  (of which introversion is the opposite),  agreeableness  (altruism and concern for others),  conscientiousness  (how organized and responsible someone is),  neuroticism  (how much someone experiences negative emotions), and  openness to experience  (which includes traits such as imagination and curiosity). In this theory, personality traits range along a spectrum. Psychologists who use the five-factor model see the trait of extroversion as having multiple components. Those who are more extroverted tend to be more social, more talkative, more assertive, more likely to seek out excitement, and are thought to experience more positive emotions. People who are more introverted, on the other hand, tend to be quieter and more reserved during social interactions. Importantly, shyness isnt the same thing as introversion: introverts can be shy or anxious in social situations, but this isnt always the case. Additionally, being an introvert doesnt mean that someone is antisocial. As Susan Cain, bestselling author and introvert herself, explains in an interview with  Scientific American, Were not anti-social; were differently social. I cant live without my family and close friends, but I also crave solitude.   The 4 Different Types of Introverts   In 2011, psychologists at  Wellesley College suggested that there may actually be several different kinds of introverts.  Since introversion and extroversion are broad categories, the authors suggested that not all extroverts and introverts are the same. The authors suggest that there are four categories of introversion:  social  introversion,  thinking  introversion,  anxious  introversion, and inhibited/restrained introversion.  In this theory, a social introvert is someone who enjoys spending time alone or in small groups. A thinking introvert is someone who tends to be introspective and thoughtful. Anxious introverts are those who tend to be shy, sensitive, and self-conscious in social situations. Inhibited/restrained introverts tend not to seek out excitement and prefer more relaxed activities.   Is it better to be an introvert or an extrovert?   Psychologists have suggested that extroversion is correlated with positive emotions; that is, people who are more extroverted tend to be happier than introverts... but is this actually the case? Psychologists who studied this question found that extroverts often do experience more positive emotions than introverts. Researchers have also found evidence that there are indeed  Ã¢â‚¬Å"happy introverts†: when researchers looked at happy participants in a study, they found that about one-third of these participants were also introverts. In other words, more extroverted people may experience positive emotions slightly more often on average, but many happy people are actually introverts. Writer Susan Cain, author  of the bestselling book Quiet: The Power of Introverts points out that, in American society, extroversion is often seen as a good thing. For example, workplaces and classrooms often encourage group work, an activity that comes more naturally to extroverts. In an interview with  Scientific American, Cain points out that we are neglecting the potential contributions of introverts when we do this. Cain explains that being an introvert actually has some advantages. For example, she suggests that introversion may be related to creativity. Additionally, she suggests that introverts can make good managers in workplaces, because they may give their employees more freedom to pursue projects independently and may be more focused on the organizations goals than their individual success. In other words, even though extroversion is often valued in our current society, being an introvert has benefits as well. That is, it isnt necessarily better to be either an introvert or an extrovert. These two ways of relating to others each have their own unique advantages, and understanding our personality traits can help us  study and work with others more effectively. Introvert  and  extrovert  are terms that psychologists have used for decades to explain personality. Most recently, psychologists have considered these traits to be part of the five-factor model, widely used to measure personality. Researchers who study introversion and extroversion have found that these categories have important consequences for our well-being and behavior. Importantly, research suggests that each way of relating to others has its own advantages; in other words, its not possible to say that one is better than the other. Sources McCrae, R. R., John, O. P. (1992). An introduction to the five†factor model and its applications. Journal of Personality, 60(2), 175-215. http://psych.colorado.edu/~carey/courses/psyc5112/readings/psnbig5_mccrae03.pdfTen-item personality inventory. https://gosling.psy.utexas.edu/scales-weve-developed/ten-item-personality-measure-tipi/ten-item-personality-inventory-tipi/Cook, Gareth (2012, January 24). The power of introverts: A manifesto for quiet brilliance. Scientific American. https://www.scientificamerican.com/article/the-power-of-introverts/Grimes, J.O., Cheek, J.M., Norem, J.K. (2011, January). Four meanings of introversion: Social, thinking, anxious, and inhibited introversion. Presented at the annual meeting of the Society for Personality and Social Psychology, San Antonio, TX. http://www.academia.edu/7353616/Four_Meanings_of_Introversion_Social_Thinking_Anxious_and_Inhibited_IntroversionDiener, E., Oishi, S., Lucas, R. E. (2003). Personality, culture, and subjective well-being: Emotional and cognitive evaluations of life. Annual Review of Psychology, 54(1), 403-425. http://people.virginia.edu/~so5x/Diener,%20Oishi,%20%20Lucas%202003%20Ann.%20Review.pdfHills, P., Argyle, M. (2001). Happiness, introversion–extraversion and happy introverts. Personality and Individual Differences, 30(4), 595-608. https://www.sciencedirect.com/science/article/pii/S0191886900000581Cain, S. (2013). Quiet: The power of introverts in a world that cant stop talking. Broadway Books. https://books.google.com/books/about/Quiet.html?idDc3T6Y7g7LQCFleming, Grace. How does personality affect study habits? ThoughtCo. https://www.thoughtco.com/how-personality-affects-study-habits-1857077

Innocent Drinks A Company - 1294 Words

Innocent drinks are a company that produces and sells a variety of different smoothies and juice drinks made from 100% fruit, the drinks come in all different shapes, sizes and flavours such as little bottles, big cartons, smoothies and juices especially made for kids and a more refreshing range of no-from-concentrate. Over 2 million of Innocent Drinks are sold around the world per week causing it to be the UK and Europe’s number one smoothie brand. The company started in 1999 by 3 Cambridge university graduates who first began selling their smoothies at a music festival, due to the popularity of their smoothies they began to develop their business and got a  £250,000 investment from a wealthy business man. The company have now grown from 3 men, to a 350 people team who work across the whole of Europe with the drinks available in 50 different countries, this has helped the company have a turn over of more than  £200 million per year. In 2009 innocent drinks sold a stake of 10-20% to The Coca-Cola company for  £30 million, but still had control over the company. However, in April 2010 Coca-Cola increased their stake in the company from 18% to 58% for around  £65 million. Then again in February 2013 Coca-Cola increased the stake to over 90% leaving the three entrepreneurs with little minority holding. Success: After a successful turn out at a festival in London, Innocent drinks are the number one smoothie drink in the Uk with a turnover of more than  £60 million, this is due toShow MoreRelatedThe Case Of Innocent Drinks1326 Words   |  6 Pagesto be called Innocent Drinks. Soon after, they introduced their first smoothie into the market, at a stall in a London music festival. In fact, consumers where asked to throw their empty bottles in cans marked â€Å"yes† and â€Å"no† to determine if the three business men should continuous selling their product, the majority agreeing â€Å"yes†. After numerous name changes that ranged from â€Å"Fast Factor†, â€Å"Hungry Aphid† and â€Å"Nude†, the business came to be known as â€Å"Innocent Drinks†. Innocent Drinks has grown andRead MoreThe Success of Innocent Drinks Using Competing Values Framework and Pestel Analysis.1625 Words   |  7 PagesTHE SUCCESS OF INNOCENT DRINKS USING COMPETING VALUES FRAMEWORK AND PESTEL ANALYSIS. Innocent Drinks was started by three friends in 1999 that developed premium smoothies that contained 100% natural fruit with no water or added sugar. The aim was to provide people with quick ready-to-go and healthy food and drink options. The company is now one of the best-loved and fastest growing businesses in Britain. The highly successful Innocent Drinks sells $2 million smoothies per week across Europe, buildingRead MoreEssay Innocent Drinks1241 Words   |  5 PagesInnocent Drinks is a UK-based company founded in 1999 whose primary business is producing smoothies and flavoured spring water, sold in supermarkets, coffee shops and various other outlets nationally as well as in Ireland, Netherlands, Belgium, Germany, France, Austria, Denmark and Switzerland. Innocent has a 75% share of the  £169m UK smoothie market[citation needed] and the company sells two million smoothies per week.[3] Innocent is 58% owned by The Coca-Cola Company. Contents [hide] Read MoreInnocent Drinks Case Study1024 Words   |  5 PagesThe Innocent Drinks Case Study The Present Innocent Drinks was founded in 1998 by a group of people that, first and foremost, wanted to work together. 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The three friends always had an idea about starting a company of their own and in 1998 they founded the innocent drinks after an intense market research and testing their product. THE EARLY INNOCENT Reed, Balon and Wright organisedRead MoreInnocent Smoothies1265 Words   |  6 PagesInnocent drink case study analysis: Innocent drinks are a unique business selling 100% natural fruit smoothies. (Innocent drinks) There are many factors that contribute to the company’s successful development so far. Firstly, and most importantly, their unique selling point which is using just fresh fruit in their drinks. This is a major strength to the company as they fit in today’s trend of a healthy eating lifestyle. They contain even more antioxidants than the average five a day (Adams 2007)Read MoreUnit 4 D1 Btec Level 3 Business1022 Words   |  5 Pagesdecisions. The Coca Cola Company is an American  beverage corporation, manufacturer, retailer and marketer of non-alcoholic beverage concentrates and  syrups, which is headquartered in  Atlanta,  Georgia. One department at Coca Cola is the financial department. The financial department uses on screen communication, this allows them to create data on the company’s financial assets. They use on screen communication to present databases, charts and a budgeting table for the company. A strategic decisionRead MoreCoca Cola, The Biggest Supplier And Producer Of Carbonated Soft Drink1453 Words   |  6 Pages â€Æ' Executive Summary â€Æ' Introduction Coca-Cola is the biggest supplier and producer of carbonated soft drink which are heavily known and sold all over the world. The Coca-Cola Company claims that the drink is sold in more than 200 countries worldwide. Coca-Cola are the biggest drink manufacturer in the world and because of its soaring popularity it is the most popular beverage in the world. Forbes ranks Coca-Cola as #4 on the world’s most popular brand with a brand value of $56billion as of 2015

Support Children’s Programs - 1274 Words

America’s national debt is estimated at over fourteen trillion dollars (TreasuryDirect.com). The problem with the country’s deficit is not news unheard of. Overcoming the problem has shown its difficulties. Not much seems to alleviate the problem. â€Å"As of this year the House of Representatives proposed an estimated thirty two billion dollars in cuts to programs for children† (Sanderson). Although the country is severely in debt and cuts definitely need to be made, it is not right that the children of America have to pay for the consequences. Why make children pay for something they did not contribute to? The government needs to continue supporting and funding programs that help children, such as A Keiki’s Dream, because these programs†¦show more content†¦All these qualities are in these programs. Because those qualities are all positive aspects that are promoted, it should be rewarded with aid from the government, through funding and support. Second, the environment a child is exposed to is critical. If exposed to a positive environment, where their environment is loving, supportive and concerned, they would most likely approach a program that they will help in times of need, therefore getting the needed help for the child. The programs assist those that want to be helped and need to be helped. For that reason, they need the funds to do the proper services needed to provide help. Third, after an interview with a child that has been serviced through A Keiki’s Dream, she said she was very thankful for a safe and comfortable environment that allowed her to dream and had felt appreciative of her dream come true. A safe environment is provided by the programs that are beneficial for children. On the other hand, some charities and programs are happily shutting down. Because of the struggle and stress of economic problems, funding had been greatly cut to these charities and programs, resulting in them throwing in the t owel. 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Business Strategy Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Business Strategy of Blackmores. Answer: Introduction Blackmores Ltd is a leading brand in the manufacture of natural health products in Australia. The company manufactures a wide product range including herbs and nutritional supplements, minerals and vitamins. In 2016, Blackmores won the award of Australias Most trusted Brand in the manufacture of supplements and vitamins, an award it has retained in 8 successive years. Started in 1932, Blackmores Ltd has attained strong reputation in both Australia and overseas global markets. Currently, Blackmore serves consumers in over 15 countries across the world. Nevertheless, a large percentage of its operations, sales and revenue come from the domestic Australian market. The company is a public company listed as an ASX 100 and has a market capitalization of $2.3 billion. The aim of this study is to provide an environmental analysis of Blackmores Ltd. The paper will examine and internal and external operating environment, and make conclusions regarding its performance and future outlook. Environmental Analysis Strategic businessmanagement is the process by which organizations examine, analyze and develop learning and insights from the internal and external operating environment. An environmental analysis is an important business activity that guides organization decision making regarding establishing a strategic direction, developing strategies for achieving set goals and executing strategies to achieve high performance, profitability, organizational objectives and meet the stakeholder expectations (Harrison John, 2013). A typical environmental analysis includes an examination of the internal and external environment. The internal environment entails individuals within the organizations, including managers, employees, board of directors (Harrison John, 2013). The external environment is further divided into the macro and microenvironment. The macro environment includes technological, legal, social-cultural, political, and economic factors. The microenvironment includes suppliers, competi tors, customers, unions and activists groups, among others (Harrison John, 2013). The Internal Environment This section examines the internal factors and their potential impact on the performance of Blackmores Ltd. The internal environment comprises managers and employees, operational efficiency, profitability and mix and experience of the board of directors. Managers and employees Blackmores enjoys a strongmanagement team committed towards attaining the organization vision and mission. The leadership team remuneration is aligned with the with the shareholder benefits. The employees are committed and share in the values and culture of the organization enabling them to serve as brand ambassadors. Blackmores was recognized as one of the best employers in Australia through its various employee engagement programs and Aon Hewitt Best Employer Awards (Ronngard 2017). Investing in employees has the potential of enhancing Blackmores competence and capacity, improving employee motivation and ultimately contributing to the overall productivity and profitability of the company. Operational efficiency Operational efficiency is an internal factor that directly influences organizational performance. Organizations with strong and efficient internal operations are able to lower costs, improve productivity, reduce wastes and ultimately lead to profitability (Dubey 2016). Blackmores enjoy high efficiency in its operations for the various market segments that it serves. In 2016, Blackmore doubled its operational capacity, increased its production output, extended supplier base, installed new technology, invested in new roles at the organization and increased training of staff (Blackmores Annual Report, 2016). Board of directors Blackmore continues to enjoy support of visionary leaders and board of directors who are committed towards ensuring the success and profitability of the company. The company has environmentally conscious directors who are also interested in spearheading the shareholder interests, thus ensuring continuous performance and profitability of the organization (Blackmores Annual Report, 2016). The external environment This section examines the macro and micro environmental factors and their impact on the performance of Blackmores Ltd. The macro environment includes the political, socio-cultural, economic, and legal context. The microenvironment includes the competitive landscape and consumer preference, and suppliers. Macro environment Political environment The political environment has significant implications on the performance of Blackmores Ltd. The political environment constitutes both threats and opportunities for the sustainability of Blackmores Ltd. The changing government with the assumption of liberals into power could create opportunities for the company since this would mean increased deregulation and lower taxes for the business. However, every new government has numerous uncertainties and potential changes arising from increased government involvement in business, which may result into unfavorable market environment. Political unrests, elections or any other changes in regimes in Australia, China and other markets in which the company operates may cause unfavorable environment hence hindering business operations. Economic The economic environment is very important for any business to thrive and remain competitive. According to the OECD economic survey report, Australia attained a significant economic growth suggesting the benefits of the strong macroeconomic reforms, commodity boom and structural reforms (OECD, 2017). A robust economic growth is likely to bolster consumer earning, lower unemployment and improve disposable income, thus enhancing the purchasing power of consumers of Blackmores products. Legal The legal environment also plays a significant role in shaping the operations and performance of Blackmores Ltd. Regulatory changes, including a shift in government policy, changing regulatory framework, may restrict the ability of the company to sell in one or more of its key markets (Blackmores Annual Report, 2016). Blackmores Ltd operates in key markets such as China, Australia, South Korea, Thailand, Malaysia, Hong Kong, Taiwan, Singapore, Hong Kong and New Zealand. Highly regulated markets, such as South Korea may hinder ability of the company to sell its products in the market (Blackmores Annual Report, 2016). Regulatory changes in the Chinese market, which represents the companys key and strategic market, may have a significant negative impact on the company sales (Blackmores Annual Report, 2017). Socio-cultural The social cultural environment has a significant impact on the performance and profitability of an organization (Rothaermel, 2015). The social-cultural environment has a significant impact on the performance of Blackmores. There has been a change in demographics in Australia with the aging population, which continues to shift focus on healthy living. This has significantly increased demand for Blackmore products. Micro environment Competitive analysis Porters five forces analysis is an effective framework for understanding the competitive landscape in which Blackmores operates. Porter identified five competitive forces in the market that affect the performance of the organization, namely the threat of new entrants, the threat of substitute products, and the bargaining power of suppliers, the bargaining power of buyers and the rivalry between the existing firms. Porter (2008) identified rivalry among existing firms as important contributor to competitive pressure in the industry. Blackmores continues to experience aggressive competition from Australia and its global operations. In Australia, Blackmores continues to experience stiff competition from Swisse vitamins (Evans 2016). Moreover, the health segments in the markets that Blackmores operates are highly fragmented and this coupled with competition implies that the rivals are able to reformulate the products offered by the company. Blackmores continued to experience competitive challenges in established markets, such as Asia, Thailand, Malaysia, China and Korea. Porter (2008) argued that the threats to new entry represented a competitive challenge for firms because it brought new capacity to the industry and rivalry for increased market share thus putting pressure on costs, prices and the rate of investment necessary for competing effectively in the market. The threat to new entry is relatively low due to the high capital expenditure (CAPEX) required to set up the business. Moreover, there are different legal requirements in the various markets that Blackmores has established strong footprint, which hinders entry of new competitors. With the increased interest and expansion into the growing Asian markets, the threats of entrants are high as competing firms seek to cash into the growing demand (Blackmores Annual Report, 2016). Moreover, Porter (2008) suggested that the threat of substitute products was a challenge for firms since consumers had a wide variety of products to choose. Nevertheless, Blackmores experiences low threat from substitute products due to a high trust that consumers have in its brand. Blackmores has been awarded as the no.1 most trusted brand in Australia for the last 8 years (Blackmores Annual Report, 2016). Blackmoress acquisition of Global Therapeutics, an Australian firm selling Chinese herbal medicines, namely Oriental Botanicals and Fusion Health significantly removed competition in the market. This acquisition enabled Blackmores to take advantage of the market leadership of these brands, which has an approximately 80% share of the Chinese Herbal medicine market (Blackmores Annual Report, 2016). The bargaining power of suppliers strongly influences a firms ability to compete in the market through influencing prices, quality and quantity of supplies, and influencing costs in the industry. The bargaining power of suppliers is relatively low, implying that they are not likely to pose a competitive challenge to Blackmores. Through an expansion to the Asian market, Blackmores has significantly increased its supplier base, hence ensuring multiple sourcing. In 2016, the company doubled its operational capacity thus addressing the supply challenges (Blackmores Annual Report, 2016). In addition, the company extended its supplier base by entering strategic supplier partnerships, hosting supplier quality awards and expanding its warehouse footprint. Finally, bargaining power of consumers may have an impact on prices, quality of goods and services, and switching among competitors, which affect profitability of a firm (Porter, 2008). The bargaining power of consumers is relatively high, creating competitive challenges for Blackmores. Besides selling online, Blackmores must maintain a good relationship with its retail and supermarkets that represents their highest buyers and distributors of its products (Blackmores Annual Report, 2016). Consumer preferences There has been a significant and growing interest in consumer interest towards health products (Blackmores Annual Report, 2016). In 2016, Blackmores recorded an increase of 56% in sales compared to the previous year, which they attributed to the growing consumer demand for quality, and natural wellness health products (Blackmores Annual Report, 2016). Market trends, organization performance and outlook There has been a growing demand for health products across the Asian pacific market. This growth has been boosted with the increased expansions in the free trade policies in Asian and Chinese markets. The company reported high sales margins from Asian consumers who accounted for 50% of the group sales (Blackmores Annual Report, 2016). This trend highlights a growing demand for the company products beyond Australia and suggests the importance of developing a growth strategy in the Asian market. The growing demand in Asia pacific region suggests the future trends in the company, which is likely to expand in this region. Moreover, there has been a significant rise in healthcare costs in Australia (Coory, 2004). The rising costs of healthcare imply that many consumers are likely to consume more of the natural health products, thus widening the market for Blackmores. The reality is that more people are aging in Australia and China, which drives interest and demand for personalized health and natural health products (Sun 2016). The company has also been experiencing growth in sales and profits driven by operational efficiency, product innovation and growing consumer demand. Through its local and regional segments, Blackmores has been able to record significant profits and growth. The company fundamentals are positive and strong, giving it s competitive edge over its rivals. The figure below shows the companys group sales for 2016. Group sales in 2016 Segment Sales ($M) % Australia 495.4 69 China 48.0 7 Other Asia 81.4 11 Bioceuticals 69.2 10 Other 23.2 3 The group sales for the year 2016 was $717.2 M compared to$ 471.6 M recorded in 2015 suggesting a 56% growth. From the above table, it is clear that Australia was still the leading market followed by the growth in Asian markets. Asia remains the companys future growth market with high potential for long-term profitability. Conclusion This paper has explored the internal and external business environment that Blackmores operates. The conclusion drawn from this study is that Blackmores enjoys a relatively favorable and stable business environment that can guarantee its profitability and success. In the future, China and Asian markets will determine the sustainability and competitiveness of the company. Hence, its priorities to focus on the consumer, establish product leadership, expand into the Asian market and improve operational efficiency are timely and necessary for ensuring its continued performance and profitability. The future of the organization is bright and with the right strategies, the company will be in a better position remain the market leader and grow its profits through leveraging growing consumer demand and harnessing value of market segments that are yet to be exploited. References Blackmores Annual Report (2016). 2016 Financial Year. Retrieved from https://www.blackmores.com.au/about-us/investor-centre/annual-and-half-year-reports Blackmores Annual Report (2017). 2017 Financial Year: 1H Financial Report for the Half Year ended 31st December 2016. Retrieved from https://www.blackmores.com.au/about-us/investor-centre/annual-and-half-year-reports Coory, M. D. (2004). Ageing and healthcare costs in Australia: a case of policy-based evidence?.Medical Journal of Australia,180(11), 581-584. Dubey, R. (Ed.). (2016).StrategicManagement of Sustainable Manufacturing Operations. IGI Global. Evans, S. (2016). Swisse vitamins sales revealed to rival Blackmores. The Sydney Morning Gerald. Retrieved from https://www.smh.com.au/business/swisse-vitamins-sales-revealed-to-rival-blackmores-20160330-gnttry.html Harrison, J. S., John, C. H. S. (2013).Foundations in strategic management. Cengage Learning OECD (2017). OECD Economic Surveys: Australia. Retrieved from https://www.oecd.org/eco/surveys/Australia-2017-OECD-economic-survey-overview.pdf Porter, M. E. (2008). The five competitive forces that shape strategy.Harvard business review,86(1), 25-40 Ronngard, H. (2017). Blackmores and Bellamys Australia Jump More Than 5%. Moneymorning. Retrieved from https://www.moneymorning.com.au/20170321/blackmores-bellamys-australia-jump-5-asxu.html Rothaermel, F. T. (2015).Strategic management. New York, NY: McGraw-Hill. Sun, W. (2016). Regimes of healthy living: The reality of ageing in urban China and the cultivation of new normative subjects.Journal of Consumer Culture,16(3), 908-925